Research Paper Impact Factor: 3.072 Peer Reviewed, Listed & Indexed
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Research Paper IJBARR Impact Factor: 3.072 E- ISSN -2347-856X Peer Reviewed, Listed & Indexed ISSN -2348-0653 CHANGING ORGANIZATIONAL CLIMATE IN BROADCAST MEDIA INDUSTRY IN ODISHA Pratap Aditya Mishra Research Scholar, Department of PM &IR, Utkal University, Bhubnaeshwar. Abstract Media Morphosis has taken place in broadcasting throughout the world. It is in sync with seismic revolutions in last three decades (Electronics, Computer and IT, Communications and Television Broadcasting) Due to convergence, the boundaries between broadcasting, telecommunications and information technologies are becoming blurred. In recent years India’s media scenario has also witnessed rapid and fundamental changes, driven by technological developments, economic reforms and liberalization and, the demands of increasingly discerning audiences because of higher media literacy. Odisha is not an exception to the global linkage, connectivity and integration the mushroom growth of broadcast media industry in Odisha gives rise to changes in organizational climate. In last few years it has undergone constant change. The growth of toxic culture and attempt to counter that is seen with great interest. Keywords: Organizational Climate, Organizational Culture, Broadcast Media, Convergence, Media Morphosis and Climate Orientation As it is process based, the climate and the culture of the organizations undergo constant change with growth of cross-cultural contacts; advent of new categories of consciousness and identities such as Globalism - which embodies cultural diffusion, the desire to consume and enjoy foreign products and ideas, adopt new technology and practices, and participate in a "world culture". Competition seems to be an inherent aspect of business and everyday human existence. Liberalization of the Indian business environment through modification in the industrial, trade and fiscal policies by the government has brought in change and competition of a magnitude that was previously unknown to Indian organizations. In the new liberalized scenario, where multinationals and other global players are competing in the domestic market with the monopoly players, the management of organizations is expected to be more productive and efficient for survival. In an environment where every path is slippery and every action is dynamic a cascade of changing business structures, and changing leaderships force various departments of the organizations to alter their perspectives on their role and function overnight. As companies moved from an exclusively bottom line obsession to a focus on customer, mission and the organization’s role, they were forced to make changes in their organization to given emphasis primarily to productivity. In an increasingly competitive and turbulent business environment the effective resourcing, management and retention of human capital remain crucial factors of organizational survival, adaptation and competitive advantage (Michaels, Hardfield-Jones & Axelrod, 2001; Robinson, 2006). Managing retention and keeping labour turnover to target (particularly with regard to core employees or knowledge workers) has become a key strategic issue for organizations (Dö ckel, Basson & Coetzee, 2006). ORGANIZATIONAL CLIMATE Hawthorne has pioneered the research on human relations movement and the attention has shifted from “hard” physical environment to “soft” psychological environment. Although the concept has been dealt in piecemeal before, but actually the organization research process had started in organized manner during 1930s onwards. It was Kurt Lewin who has founded Group Dynamics in 1939 initiated the process. While discussing on different leadership styles like ,democracy, autocracy and laissez-faire in for creation of different group atmosphere he proposed the concept of organizational climate. Although the concept came into place but organizational climate could not get a proper definition. After that it was Forehand in the year 1964 came up with three features of organizational climate: a) It changes among different organizations; b) It is persistent and c) It affects the behavior of organization members. An important development took place with Aguirre’s classification of the organizational environment in the year 1968. He classified the organizational environment into four dimensions, namely ecology, background, social system and culture and variables are selected from these dimensions for study of the organizational climate. Tang & Chen, (2001) expanded the dimensions as follow; a) ecology refers to organizational material resources, including equipment, materials, instruments, construction and finance; b) background environment covers all the background characteristics of an organization’s members, including socio- economic status, education level, self-concept of members and International Journal of Business and Administration Research Review, Vol. 3, Issue.11, July - Sep, 2015. Page 266 Research Paper IJBARR Impact Factor: 3.072 E- ISSN -2347-856X Peer Reviewed, Listed & Indexed ISSN -2348-0653 c) social system represents the interaction between formal and informal roles in organizations, including administrative organization, guidance programs, interaction between leaders and members, decision-making and participation models; culture relates to contained norms, belief systems, values, cognitive structures and so on. When climate research first hit the management scene, it seemed as if it would be the answer to many questions in the workplace by providing a ―needed alternative to motivation theories as explanations for just about everything that happens to people at work‖ (Schneider & Reichers, 1983, p. 20). Unfortunately, theoretical and methodological issues arose and climate research declined as researchers turned their attention to other areas. However, with the recent interest in multilevel theorizing and modeling, researchers have demonstrated an increased interest in the impact of organizational context on individuals in the workplace. This has resulted in a rebirth of interest in organizational work climates. Early climate researchers took a more molar approach to studying organizational work climates by examining the global summary perceptions of how an organization deals with its members and environment (Hellriegel & Slocum, 1974). However, the majority of the recent work has focused on facet-specific climates. Facet-specific climates are climates for something‘ and are related to a particular aspect of the organizational context such as justice climate (Naumann & Bennett, 2000), ethical climate (Victor & Cullen, 1988), and safety climate (Schneider, White, & Paul, 1998). This new focus on facet-specific climates has increased our understanding of the influence of work climates and organizations in general. Different perspectives arose on how to define climate, whether climate was a property of the individual or the organization. Different researchers debated whether organizational climate should be conditions that were shared or as perceptions that were shared by individuals (Tagiuri & Litwin, 1968) A dominant approach emerged in the literature and the majority of climate researchers examine climate as perceptual in nature versus being an actual characteristic of the organization (James, 1982; James & Jones, 1974; James, Joyce, Slocum, 1988; Schneider,1975; Schneider, 2000). One of the most commonly cited definitions of climate is that work climate is a set of shared perceptions regarding the policies, practices, and procedures that an organization rewards, supports, and expects (Schneider & Reichers, 1983). This is the definition of climate that serves as the foundation for this review. But the real growth regarding organizational climate came up when Litwin et al (2001, PP. 63-170) proposed the empirical study of it. As per him the organizational climate is “a group of measurable characteristics that members could perceive directly or indirectly in the work environment.” It means as a description of individuals’ perception of organization, organizational climate was considered more similar to the real behavior than the real environment. When there is interaction between the organization and the environment then it is the organizational climate that gets enriched. Different authors and experts have started selecting different atmosphere dimensions in their research studies. In short, organizational climate describes the members’ perception of their work environment. Looking at existing studies, two basic modes are apparent: one is the macro mode, namely investigation aimed at the organizational climate individuals perceive in the entire work environment; the other is the micro mode, namely investigation aimed at a certain dimension or a certain environment of the organization. For example, from the ecological dimension, organizational climate was investigated in companies with different levels of performance (Kangis, Gordon & Williams, 2000); from the social system dimension, the effects of managers on organizational climate were observed(Butcher & Houston, 1994); organizational climate was assayed from a human resources management aspect (Ren, Huang & Zheng, 2001). In recent years, more and more researchers consider that the micro mode not only measures organizational climate accurately, but also is of more practical value to the organization (Ren, Huang & Zheng, 2001; Tang & Chen, 2001). Thus, the concept of “organizational culture” that has been intensively and extensively developed in recent years is actually a